This document provides information about the role and responsibilities of a proactive maintenance technician. It describes what a proactive technician is, what their typical day looks like, and the value they provide to an organization. Specifically:
- A proactive technician is highly trained, focuses on preventative maintenance, ensures safety, and makes recommendations for improvement.
- A typical day involves pulling work orders, gathering tools/parts, performing maintenance work safely and to specification, and closing work orders with proper documentation.
- Value provided includes improved asset reliability through preventative maintenance, conducting repairs accurately to reduce rework, ensuring safe work environments, and providing metrics and recommendations to management.
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this paper I will clear up some misconceptions and untruths concerning it.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
Most companies don’t measure mean time between failures (MTBF), even though it’s the most basic measurement that quantifies reliability. MTBF is the average time an asset functions before it fails. So, why don’t they measure MTBF? Let’s define reliability first before we go any further.
Reliability: The ability of an item to perform a required function under stated conditions for a stated period of time
So why don’t we measure Mean Time Between Failure. This articles discusses this issue.
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this paper I will clear up some misconceptions and untruths concerning it.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
Most companies don’t measure mean time between failures (MTBF), even though it’s the most basic measurement that quantifies reliability. MTBF is the average time an asset functions before it fails. So, why don’t they measure MTBF? Let’s define reliability first before we go any further.
Reliability: The ability of an item to perform a required function under stated conditions for a stated period of time
So why don’t we measure Mean Time Between Failure. This articles discusses this issue.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity – Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
BIN95.com Newsletter, vol 185 - Maintenance planning and scheduling. The book “MAINTENANCE PLANNING AND SCHEDULING HANDBOOK” by Doc Palmer and published by McGraw Hill presents the recommended way to plan for a maintenance crew. this is a book review.
“My maintenance staff is highly trained and do not like using procedures.” If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory – congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
If you are thinking your operators are not important in helping with the management of asset reliability, think again. You cannot achieve an optimal state of asset reliability with the operators. This is a Great article on this topic.
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
Participants will explore the best practices in planning and scheduling. They will also learn why some companies have successfully implemented planning and scheduling while other companies have consistently failed.
ATTEND THIS TRAINING SESSION
Reliability and Maintenance Conference - 7-9 April 2014, Al Khobar, Kingdom o...Ricky Smith CMRP, CMRT
Despite the best efforts and precautions, equipment
failures do occur hampering the equipment performance
and adversly impacting the profitibility of the business.
Rotating Equipment Reliability and Maintenance
Conference aims to create a learning platform for all the
maintenance and reliability professionals to share the
best maintenance practices and discuss the strategies to
improve reliability.
This three day conference will cover all aspects of
reliability and maintenance including reliability centered
maintenance, availability, machinery failures, risk
assessment, spare parts optimization, techniques to
facilitate equipment maintenance, root cause analysis,
condition monitoring, maintenance planning and
scheduling.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Advanced Maintenance And Reliability (Maintenance and Reliability Best Pract...Ricky Smith CMRP, CMRT
Maintenance and reliability has taken great strides toward managing asset reliability by applying known best practices in maintenance and reliability finding that they can optimize reliability and reduce total cost and reduce risk by applying known best practices. However, if not most organizations are still trapped in the old way of thinking.
As Albert Einstein once said: "the significant problems we face cannot be solved with the same level of thinking we were at when we created them".
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity – Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
BIN95.com Newsletter, vol 185 - Maintenance planning and scheduling. The book “MAINTENANCE PLANNING AND SCHEDULING HANDBOOK” by Doc Palmer and published by McGraw Hill presents the recommended way to plan for a maintenance crew. this is a book review.
“My maintenance staff is highly trained and do not like using procedures.” If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory – congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
If you are thinking your operators are not important in helping with the management of asset reliability, think again. You cannot achieve an optimal state of asset reliability with the operators. This is a Great article on this topic.
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
Participants will explore the best practices in planning and scheduling. They will also learn why some companies have successfully implemented planning and scheduling while other companies have consistently failed.
ATTEND THIS TRAINING SESSION
Reliability and Maintenance Conference - 7-9 April 2014, Al Khobar, Kingdom o...Ricky Smith CMRP, CMRT
Despite the best efforts and precautions, equipment
failures do occur hampering the equipment performance
and adversly impacting the profitibility of the business.
Rotating Equipment Reliability and Maintenance
Conference aims to create a learning platform for all the
maintenance and reliability professionals to share the
best maintenance practices and discuss the strategies to
improve reliability.
This three day conference will cover all aspects of
reliability and maintenance including reliability centered
maintenance, availability, machinery failures, risk
assessment, spare parts optimization, techniques to
facilitate equipment maintenance, root cause analysis,
condition monitoring, maintenance planning and
scheduling.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
Advanced Maintenance And Reliability (Maintenance and Reliability Best Pract...Ricky Smith CMRP, CMRT
Maintenance and reliability has taken great strides toward managing asset reliability by applying known best practices in maintenance and reliability finding that they can optimize reliability and reduce total cost and reduce risk by applying known best practices. However, if not most organizations are still trapped in the old way of thinking.
As Albert Einstein once said: "the significant problems we face cannot be solved with the same level of thinking we were at when we created them".
Guiding Principles are principles an organization must follow in order to be successful
in any area where there may not be proper alignment. Planning and scheduling will never be effective without the alignment of Production, Maintenance, and Engineering.
Guiding Principles keeps an organization focused and the success of planning and
scheduling hinges on these principles.
This Maturity Matrix outlines the different elements of an effective Energy Management Program. You can use this chart to identify where your site currently stands in Energy Management. Great item to help you with your energy management program
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
Maintenance Advantage Plan - Typical save our customers 20% on monthly maintenance. In addition, all of our customers are given a designated account manager who is your Single Point of Contact. In addition there is 24/7 Tier III technical assistance.
Being a core maintenance company we have no End-of-Life or forced upgrades
Having worked with companies all over the world I decided to write this article based on my experience as a Maintenance Advisor and a Maintenance Leader.
The objective of the Parts Checkout process to ensure the right part is in stock when required by Maintenance / Operations to provide Production with Reliable Assets.
> Parts / Material Checkout Guiding Principles:
•All parts/material used for an asset will be charge to the asset via a Work Order
•No blanket work orders – blanket work orders lead to lack of failure information due to failure threads of like parts/material
•Overnight ordering of parts is an exception and not the general rule
•The Materials Management Process will be managed with Leading and Lagging KPIs
... and so much more
Best Maintenance Lubrication Practices are essential to
optimal life for ball and rolling element bearings.
There are four factors that are important when
lubricating bearings:
1. What type of lubrication?
2. How much lubrication?
3. How frequently should lubrication be applied?
4. How should the lubrication be applied to ensure
contamination control?
... and so much more covered on this document
Top 7 Reasons why Maintenance Work Orders are Closed Out AccuratelyRicky Smith CMRP, CMRT
Closing out work orders accurately is critical for leadership to make the “right decisions at the right time with accurate data” and it can only occur if work orders are “Closed with the Right Information/Data”.
If metrics and Key Performance Indicators are so important where are people pulling the data from without their work orders having the right data on them when they are closed into that dark hole called the CMMS or EAM.
Without good data you are lost and probably are making decisions based on passion and not facts.
Very few organizations pay attention to hydraulic leaks and how they can impact production capacity, asset reliability, and reactivity when a mitigation strategy is in place.
This Tool Box Talk may help you take that next step.
Most companies spend a lot of money training their maintenance personnel to troubleshoot a hydraulic system.
If we focused on preventing system failure then we could spend less time and money on troubleshooting a hydraulic system. We normally except hydraulic system failure rather than deciding not to except hydraulic failure as the norm. Let’s spend the time and money to eliminate hydraulic failure rather than preparing for failure.
Preventive Maintenance - Actions performed on a time- or machine-run-based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level. (Definition Source: SMRP Best Practices)
Much has been written about lean manufacturing and the lean enterprise—enough that nearly all readers are familiar with the concepts as well as the phrases themselves. But what about lean maintenance?
Is it merely a subset of lean manufacturing? Is it a natural fall-in-behind spinoff result of adopting lean manufacturing practices?
Much to the chagrin of many manufacturing companies, whose attempts at implementing lean practices have failed ignominiously, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. This article will explain why.
How does anyone Optimize their current CMMS? What is the path forward to success with our CMMS. John Day, former Engineering / Maintenance Manager for Alcoa Mt Holly is quoted in this presentation.
Preventive Maintenance Best Practices plus PM Optimization Workshop BrochureRicky Smith CMRP, CMRT
Join Ricky Smith for his Preventive Maintenance Best Practices plus PM Optimization Workshop, October 19-21 "Live" and "Virtual" (via internet). Check out the attached brochure.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Unit 8 - Information and Communication Technology (Paper I).pdf
Day In the Life Of a Proactive Maintenance Technician (dilo)
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dec/jan12
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A Day in the Life of a Maintenance Technician
Ricky Smith
What is a Proactive Maintenance Additionally, a proactive maintenance techni- At this time, the maintenance technician per-
Technician? cian makes sure the work site is clean and safe forms the particular work to specification. Fol-
when completing work. Work safety is always a lowing all procedures, the maintenance techni-
A proactive maintenance technician is a high-
priority. cian cleans the area and releases the equipment
ly-trained professional who is an expert in his
back to production in a “like new” status accord-
or her skills area, has knowledge of other skills
ing to the definition of maintenance:
areas, including safety and production, and has
a desire to learn more. This professional knows
and can implement a failure modes driven
maintenance strategy for any piece of equip-
ment. A proactive maintenance technician uses
knowledge and experience to ensure the main-
tenance process is optimized by making con-
structive recommendations to management
concerning improvement areas.
Once production operates the equipment
To ensure success, a proactive maintenance
to standard, the maintenance technician clos-
technician is proactive in everything he or she Figure 1: Sample Wrench Time Study Results es out the work order with the proper failure
does. This person constantly reviews informa-
codes, failure causes, time taken to complete
tion to ensure procedures are accurate and is-
Perhaps most importantly, a proactive mainte- the job and any other information required in
sues are resolved quickly and does what is re-
nance technician is always proud of the work he the synopsis.
quired to ensure the work is repeatable. Such
or she conducts or influences. No pat on the back
a professional leads by example and takes re-
is required, just the personal satisfaction in know-
Before Shift Ends
sponsibility for training new employees on how Prior to leaving for the day, the maintenance
to be a proactive and effective maintenance ing that the job was completed successfully.
technician reviews the work scheduled for the
technician. What Does a Typical Day Look Like for next day from the job plan package left by the
A successful proactive maintenance techni- a Proactive Maintenance Technician? planner/scheduler. This ensures that the proac-
cian follows known best repair practices in all tive maintenance technician knows the job and
A proactive maintenance technician be-
tasks and has a suitable reference book as part validates that the parts are in the kitted area.
gins the day by pulling a job package from the
of his or her tool set, such as Industrial Machinery The maintenance technician also participates in
scheduled work box, goes to where the parts
Repair: Best Maintenance Practices Pocket Guide a tool box training session (Figure 2) concerning
from MRO-Zone. A proactive maintenance tech- are kitted, pulls the required parts and tools,
safety, new work instructions, or technical train-
nician is certified as a lubrication specialist and and leaves for the job site. Because the planner
ing ideas to increase his or her knowledge base
knows and follows best lubrication practices. has made sure that all special tools, parts and
and help teammates by sharing this knowledge.
procedures are at the job location, the main-
On a daily basis, a proactive maintenance
technician begins work on time, ends work on tenance technician can begin on time since all What Value Does a Proactive
time, takes the allotted break(s) without taking the equipment, parts, tools and procedures are Maintenance Technician Provide
additional time and always makes the best use ready to execute. to a Proactive Organization?
of time. He or she knows the applicable planned The maintenance technician arrives at the job As previously discussed, a proactive mainte-
and scheduled work for the week and inspects site and is greeted by a production worker, who nance technician is always on time, performs
the next day’s tools and parts for the sched- has cleaned and cooled down the equipment work to standard, makes recommendations to
uled work. Wrench time is high (55 percent and per the maintenance schedule so the mainte- improve work for the next time it is executed,
greater), as shown in Figure 1, because the main- nance technician has the optimum amount of ensures tools are operational, verifies produc-
tenance technician identifies scheduling delays time to perform preventive maintenance, cor- tion has started up the equipment to standard
and makes recommendations for improvement. rective maintenance, etc. and on time, and performs all work in a safe en-
50 dec/jan12
3. vironment. In addition to all of this, a proactive
maintenance technician adds value by working
with production and operations as a team to
resolve equipment problems, whether mainte-
nance or production related, to optimize asset
reliability and increase capacity.
The effect of a proactive maintenance tech-
nician’s ability to conduct preventive mainte-
nance as a “controlled experiment.” Because the
proactive maintenance technician always takes
the time to make repairs accurately, they are
more often than not sustainable with no rework
required.
A proactive maintenance technician is capable
of correcting defects and making repairs using re-
peatable, effective procedures that reduce rework.
A maintenance technician also has the ability to
write effective, repeatable procedures following
company guidelines to ensure other technicians
have the tools to perform quality work.
With a focus on safety, the proactive main-
tenance technician ensures all work places are
free of hazards and is skilled at using the tools
required to reduce potential hazards. In-depth
training in the identification of failure modes
and their causes for all equipment in the main-
tenance technician’s area and vast knowledge on
how to prevent or identify failures early are key
components for preventing a failure. Further-
more, the proactive maintenance technician is
trained and can execute specific advanced main-
tenance tools, such as ultrasound, infrared and la-
ser alignment tools, with precision when needed,
thus reducing the need for additional personnel.
A proactive maintenance technician is con-
fident in providing management with metrics
that show asset reliability is improving. Further,
he or she has the ability to make recommenda- Figure 2: Tool Box Training Example
tions for equipment improvement based on fail-
ure reports and metrics (Figure 3).
Measuring the Effectiveness of a
Proactive Maintenance Technician
The metrics listed in Table 1 should be used
by the maintenance technician solely to expand
knowledge and improve skill sets in a certain
area. If a metric is going in the wrong direction,
the maintenance technician should go to the
maintenance supervisor for guidance. Manage-
Figure 3: Mean Time Between Failure of Different Pumps in a Specific Plant
ment must ensure that all areas listed in Table 1
Table 1: Technician Balanced Scorecard
are fully supported by the maintenance supervi-
sor, production supervisor, storeroom manager Metric Indicator
and planner/scheduler, as well as reliability and
maintenance engineering.
Percent of rework Lack of effective planning and scheduling
Schedule compliance Lack of effective scheduling
Ricky Smith, CMRP, CPMM, is Mean Time Between Failure (MTBF) for area of responsibility Lack of effective procedures; operator error
the Senior Technical Advisor for
GPAllied. Ricky has over 30 years Safety occurrences Lack of safety awareness or compliance
experience in maintenance as a
maintenance manager, mainte- Mean Time Between Repairs on assigned equipment Lack of effective procedures
nance supervisor, maintenance
engineer, maintenance training Number of times in storeroom by month Lack of effective planning
specialist and maintenance consultant, and is a well-
known published author. www.gpallied.com Reduction in energy in area of responsibility Lack of an effective maintenance strategy
dec/jan12 51